A2 Magazine by D I H

NEW DIMENSIONS FROM ARUP | NO.2

Making green pay Striking the balance between environmentally friendly practice and profit to deliver real business benefits

Contents: 01_Editorial

02_News

John Miles, Chair of Arup’s Consulting business, introduces the second edition of A2.

A visual snapshot, followed by full news stories from around the Arup world, including the latest on: legislation to regulate energy efficiency in buildings, traffic solutions in Hong Kong, Poland’s first private hospital, and how London and Australia are planning to tackle climate change.

07_Design for people Declan O’Carroll, one of the leaders of Arup Associates, Arup’s award winning architectural practice, explains how a new Unified Design Unit is taking a fresh look at the principles of design by focusing on the way that people interact with the built environment.

09_BSkyB

11_Interview

A preview of Arup’s flexible and integrated design concept for the expansion of British Sky Broadcasting’s (BSkyB) existing facilities in Osterley, West London. We are providing urban design, planning, environmental consultancy, transport and civil engineering advice.

Matthew Bythell talks to Sir Adrian Montague CBE, Chairman of companies including British Energy, about his extraordinary career to date and why combining public sector drive and private sector investment is vital for the future of business.

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13_Making green pay

15_Living buildings

17_Survive versus thrive

Neil Kirkpatrick, leader of Arup’s Sustainable Solutions team, gives an insight into the methods, tools and innovations that are helping businesses to achieve improved environmental and sustainability performance.

As the European Union’s new Energy Performance in Buildings Directive (EPBD) brings in tougher regulations for new and existing buildings, Arup’s Barry Austin tells us how the firm’s Living Buildings initiative is helping to ensure that every building, old or new, performs to a higher standard.

At a time of unprecedented global change, Chris Luebkeman, leader of Arup’s Foresight, Innovation and Incubation team, explains why building greater awareness of social, technological, environmental, economic and political (STEEP) issues can help businesses to maximise their potential.

19_At a glance: Sustainable manufacturing As green credentials are becoming a commercial necessity and a legal requirement for businesses, we look at the results of Arup’s survey to uncover the truth about sustainable manufacturing in the UK.

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20_Innovations A round-up of the latest innovations from across Arup, including 4D planning, proposals for twin sustainability research institutes in Hong Kong and London, and the winning scheme from Arup’s Drawing Water Challenge.

Editorial: Consequences… intended and unintended. Welcome to A2, a business magazine from Arup which offers an insight into the new dimensions of consulting that we are exploring with our clients today.

“I hope you enjoy A2 and welcome your comments, views and ideas.” John Miles, Chair of Arup’s Consulting business

In this edition we focus on building a sustainable future. ‘Sustainability’ has become a very fashionable subject, and it is surely a good thing that so many business leaders are thinking about it. But sometimes, with the best of intentions, we do the wrong thing. For example, there may be a popular trend towards the adoption of hybrid cars. However, unless the life cycle consequences of the battery, its production and its disposal, are included in our sustainability assessments, it is not obvious that the overall impact of hybrid vehicles on the earth’s environment is positive. Unintended consequences can be very harmful and it is our responsibility to do everything we can to guard against them. The business of sustainability demands careful thought, and several different aspects of the sustainability question are explored in the following articles. Striking a balance between environmental, social and financial outcomes may require changes to our normal modus operandi. Measuring these changes with key performance indicators (KPIs) and benchmarks is fundamental to ‘making green pay’, a theme explored later in this edition of A2. Using our range of specially-developed tools, Arup is actively helping clients to set investment priorities, model outcomes and predict long-term running costs. As you will read on page 18, many companies are facing a ‘survive versus thrive’ quandary in the quest to improve

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productivity and ‘go green’. Our Drivers of Change research initiative is also discussed and includes a thorough assessment of the social, technological, economic, environmental and political (STEEP) issues affecting businesses. Identifying good sustainability solutions requires joined-up thinking and inevitably captures a variety of technical, financial, social and human considerations. Through these, we can help clients to find an end result that is positive, not negative. Another of our key themes is ‘design for people’, giving an insight into our commitment to understanding local conditions and cultures, and the way human beings interact with design. This type of holistic approach to solving problems has been synonymous with Arup for over sixty years and enables us to consistently provide excellent independent advice. As my colleague Barry Austin says in the focus on Arup’s Living Buildings initiative on page 15, “Something has changed in the political and economic climate, as well as in the global climate itself. We need to know what works and what doesn’t, and we have got to get this right because the clock is ticking.” Our aim is to inspire with the possibilities that building a sustainable future can offer. At Arup we have the skills and experience to help realise the potential of businesses, without delivering unintended consequences. I hope you enjoy A2 and welcome your comments, views and ideas.

in pictures

News

Beyond 2012 – Ken Livingstone, Mayor of London, at a conference to launch Arup’s ‘London Business Opportunity Prospectus’

Healthcare boost – Poland’s first private general hospital is being built near Warsaw

Building smarter – Arup creates one-stop-shop for Energy Performance in Buildings Directive (EPBD) compliance

Airport expansion – New terminal is set to transform the passenger experience at Dublin airport

Urban renewal – Arup Planning team advises on regeneration for Changchun Old Town District, China

Treasure Island – Visionary masterplan is creating thousands of sustainable homes in San Francisco Bay

Water wisdom – New research delivers facts about the future of water

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News

BUILDING SMARTER New European Union (EU) legislation in the form of the Energy Performance in Buildings Directive (EPBD) will require that by 2008 every building constructed, sold or rented must have an Energy Performance Certificate (EPC). To meet the EU timetable, the UK government has announced a phased introduction for EPCs over the next 18 months. Arup is involved with a number of advisory groups helping to advise on implementation of the EPBD, including the development of technical support documents. Buildings are currently responsible for around 45% of all carbon emissions in Europe, and the EPBD legislation should assist EU member states in achieving their Kyoto protocol targets by improving the energy efficiency of our building stock. Terry Dix, Arup’s Mechanical & Electrical (MEP) Business Leader for Europe, says: “Making EPCs available to prospective investors, owners and tenants of buildings should, through market transformation, encourage property portfolio owners to improve the performance of their building stock.”

Above: Mark Bostock, Arup, introduces the London Business Opportunity Prospectus at a conference hosted by the London Business Board © Folio Photography

LONDON BUSINESS GEARS UP FOR 2012

Left: Energy ratings are being used to regulate CO2 emissions in old and new buildings

A blueprint defining a lasting legacy for London after the 2012 Olympic and Paralympic Games has been unveiled by Arup. The ‘London Business Opportunity Prospectus’ was launched at a conference hosted by the London Business Board, attracting over 400 people and substantial media coverage. The prospectus was developed by Arup following extensive consultation among London businesses during 2006. It identifies priorities for action between now and 2012 that include forming a business club (the 2012 Business Network), promoting London, improving employment and skills levels across the capital, and accelerating regeneration. When presenting Arup’s findings at the conference, Mark Bostock said: “The London 2012 Olympic and Paralympic Games provides an unprecedented opportunity to achieve a step-change in the capital’s development, economic performance and its position as a premier world city. While limiting attributable costs is important, we also need to maximise the long-term value of investments to demonstrate the clear net benefit of hosting the Games.”

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POLAND’S FIRST PRIVATE HOSPITAL Poland’s first private general hospital is being built on a greenfield site in an upmarket district south of Warsaw. Construction of the 160-bed, 16 000m2 facility for Medicover is expected to start in summer 2007. Arup is providing an integrated service that combines in-house healthcare consulting capabilities with skills in design and project management. The firm is working with specialist architects Nightingale Associates of the UK and Atelier7 of Poland, and building on a strong track record for successful delivery of complex healthcare projects. Cross-sector international collaboration between Arup teams in Krakow, Healthcare Consulting and our Cardiff office is already defining the Medicover hospital as an exemplary project. Implementing a novel partnering procedure with the contractor and overcoming environmental constraints on the suburban site has helped to mitigate construction cost increases. Andrew Kozlowski of Arup’s Krakow office says: “Medicover signals the beginning of a new healthcare proposition for Arup in Poland, with significant opportunities for us.” The project also led to Krakow being chosen to host Arup’s first forum on ‘Healthcare in Continental Europe’.

REPORT REVEALS SUSTAINABILITY OF GOVERNMENT BUILDINGS

Left: The 400-acre Treasure Island masterplan is delivering 13 500 sustainable homes for San Francisco Bay

An Arup-assisted report assessing ‘sustainable construction and refurbishment on the government estate’ was published by the National Audit Office (NAO) in April 2007. Our multi-disciplinary team led by Peter Gist, supported the NAO by examining a sample of government building projects to determine where value for money is being delivered. The study found that while most projects have started to consider sustainability, not all are achieving “good” or “excellent” BREEAM (Building Research Establishment Environmental Assessment Method) ratings as required. A widespread perception of conflict between sustainability and value for money is amongst the primary causes of underachievement.

Below: Tristram Carfrae has joined a distinguished roll-call of Royal Designers for Industry

Projects that did achieve the BREEAM rating targets had set clear sustainability objectives to inform design, procurement, construction and operation management. Significant cost savings from energy consumption, and further benefits from employee satisfaction and organisational reputation are being achieved as a result.

SUSTAINABLE ISLAND FOR SAN FRANCISCO A new sustainable urban development is being created for 13 500 residents on Treasure Island, a 400-acre brownfield site in San Francisco Bay. Over the next 12 years, the implementation of a masterplan founded on holistic sustainable thinking will transform the island into a model of self sufficiency. This visionary, yet practical plan draws on detailed technical analysis in many areas of the project including the water cycle, energy and transportation. Gaining consensus with key stakeholders including the City of San Francisco, Department of the Environment and the client – a developer consortium comprising Wilson Meany Sullivan, Lennar and Kenwood, has been crucial. The masterplan creates strong links between the sustainable vision, focus areas, goals, strategies and tangible targets, including explicit key performance indicators (KPIs). Outcomes include reverting over 50% of the island to green space, a new ferry link to the city and the possibility of exporting renewable energy to the city’s local grid.

ARUPIAN NAMED ROYAL DESIGNER FOR INDUSTRY The highest accolade that a UK designer can receive, the Royal Designer for Industry (RDI), has been awarded to Tristram Carfrae, Arup Fellow and principal of Arup’s Sydney office, by The Royal Society for the Encouragement of Arts, Manufacturers and Commerce (RSA). As the design leader behind engineering triumphs like the Manchester City Stadium and the iconic Water Cube swimming centre for the 2008 Beijing Olympic Games, Tristram has a track record of design excellence that spans more than 25 years. He says: “The RDI accolade highlights how design influences our lives on many levels. I’m honoured to be recognised by the RSA as one of the influencers of design.” He joins a distinguished roll-call of designers that have received the RDI title, including Sir Frank Whittle, Vivienne Westwood, Ron Arad and James Dyson. Before his recent appointment as Chairman of Arup’s Buildings Sector Board, Tristram also chaired the firm’s Global Design and Technical Executive, responsible for promoting creativity, innovation, design and technical excellence. A 2 MAGAZINE ISSUE 2

Left: Feedback from hospital staff is informing Arup’s healthcare design © Partnership Health Group

Above: Wilfred Lau and Tsang King Man, Assistant Commissioner for Transport, during the contract signing ceremony

TRAFFIC SOLUTIONS FOR HONG KONG Hong Kong’s busiest roads are set to become safer and easier to travel with a traffic surveillance system designed by Arup. This city-wide project is the largest ever CCTV design and construct contract commissioned by the Hong Kong Special Administrative Region (SAR) Government’s Transport Department. Arup’s solution will employ more than 400 CCTV cameras, central controlling equipment and a communication network across 90% of all main access routes. Better monitoring of road conditions and an improved major incident response rate is expected immediately.

Below: Dublin airport is being transformed with a new terminal, upgraded roads, and a 24 000m2 aircraft pier © DAA

Road users will also benefit from new traffic information including realtime video and images delivered through the internet, media and mobile phone services.

USER-FRIENDLY DESIGN IMPROVES NHS Behavioural psychology expertise is helping to deliver long-term benefits for the National Health Service (NHS) with the creation of an exemplar facility for the Mersey Care health trust in Liverpool, UK. Arup’s healthcare experience coupled with the psychology credentials of our specialist consultants makes use of behavioural studies to improve building design. The approach is based on viewing physical environments as operational tools that can influence how people work. Staff from five different hospital sites were sampled in this study, using a range of techniques including observation, unstructured interviews and focus groups. Considering what an environment feels like to work in is as important as how it looks according to Arup occupational psychologist Mary-Clare Race, who says: “Studying the effects of factors like temperature, ventilation, space, safety and working processes gives organisations maximum opportunity to ensure their facilities allow staff to perform at the highest level.” Arup is currently in talks to deliver this unique service for other NHS trusts throughout the UK.

DUBLIN AIRPORT EXPANDS Plans for a new terminal building at Dublin Airport have recently been approved by Fingal County Council. Terminal 2 (T2) will be 75 000m2, and is set to continue the transformation of the passenger experience at Ireland’s busiest airport. Arup’s design and project management contract also includes a 24 000m2 pier to accommodate up to 19 aircraft, airfield improvement works, and upgrade of the campus roads system, signage and major utilities. Gaining planning approval means that the project is still on target for construction to start in 2007, says Arup Project Director, Ian Taylor: “We are now working hard to complete the design and over the next 12 months will procure, on Dublin Airport Authority’s (DAA) behalf, the major construction packages required to deliver T2.” Arup is leading the T2 project, supported by architects Pascall+Watson and Mace construction. This is one of several major airport projects Arup is working on around the world, including Terminal 5 at Heathrow and JetBlue Airways in New York. A 2 MAGAZINE ISSUE 2

LONDON PLANS FOR CLIMATE CHANGE London is aiming to become a world-leading city in addressing climate change with a series of policies to be published by the Greater London Authority (GLA). As part of this programme, Arup has been commissioned to examine proposals designed to guide the mitigation of climate change and adaptation to its effects. This important study is being carried out by Arup’s Planning, Policy and Economics consultants. It includes a literature review of scientific evidence, policies and measures to deal with climate change. Arup’s range of environmental, sustainability, building and quantity surveying expertise was key to our engagement, and a series of workshops with stakeholders from across the private and public sectors is being held. Findings from these workshops are informing a series of case studies that assess the costs and benefits of complying with the proposed policies. The final document produced by Arup will present evidence to support the Mayor’s ‘Further Alterations to the London Plan’ at the Public Examination, scheduled for June 2007.

WATER WISDOM Above: Aerial view of Changchun in North East China

URBAN RENEWAL IN CHINA Arup is developing an urban regeneration plan for Changchun old town, a district in one of North East China’s major cities. The joint initiative with the Changchun Kuancheng district government and a local developer includes an assessment of urban renewal opportunities and strategy recommendations. The city’s economy will be further boosted by public investment projects for infrastructure and private sector-led property redevelopment. Over three million people live in Changchun, and the old town is located immediately south of a major railway station. Planning of the town was originally undertaken by the Japanese during their occupation in the 1930s. Urban renewal is now being led by Arup’s Planning team in East Asia, who are also preparing an investment and financing plan that supports the urban design strategy.

New research by Arup is delivering the facts on how major societal trends will affect the future of water. Presented in a box set of cards arranged in societal, technological, economic, environmental and political (STEEP) categories, the research provides easy access to fundamental information for inspiration and debate. This research forms part of Arup’s Drivers of Change initiative, backed by the firm’s Design and Technical Executive (DTX) and led by the Foresight, Innovation and Incubation team. An initial set of research cards exploring the future of the built environment met with high demand after its launch in 2006.

Above: The Drivers of Change cards are a vibrant visual record of research

All facts and figures presented in ‘Drivers of Change - Water’ are gleaned from data that has been reviewed and adapted by experts from across Arup. Water is one of six key themes, along with urbanisation, waste, energy, demographics and climate change, that are being explored in greater depth by this thought leadership series. For further information see www.driversofchange.com.

REDUCING GOLD COAST GREENHOUSE EMISSIONS A study of the impact of climate change on Australia’s Gold Coast is being undertaken by Arup’s Australian Sustainability team, to reveal new ways for business and organisations to address greenhouse emissions and energy use. Located in the fastest-growing region of Australia, the Gold Coast City Council is under increasing pressure to balance development with greenhouse gas and energy management. Arup is working with the council to achieve this balance by refocusing and redeveloping strategies to manage emissions and adapt to future climate change. The study identifies a range of initiatives to reduce emissions from council operations, and support local business and the community in their greenhouse gas management plans. It also recommends adaptation measures, and better integration of climate change issues into the council’s existing corporate plans and risk management strategies. Arup’s Sustainability team plans to use the study as a consulting services model that can be applied to local and regional governments across Australia. A 2 MAGAZINE ISSUE 2

Design for people

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Building on a 60-year tradition of innovation, Arup Associates, Arup’s award-winning architectural practice, is expanding the boundaries of 21st century design. With a new unit focused on unified design, they are taking a fresh look at the principles of design and in particular, human interaction with the built environment.

Any design, from an architectural blueprint for a new building or a new city right down to the smallest handheld product, is an interaction between designers and people – from those who inhabit built space, to those that are affected by its presence. To enhance this relationship, Arup Associates believes that today’s designers must concentrate upon the people and environments their products are made for. This involves a new way of thinking that is less about high design and more about design for people.

Declan O’Carroll is one of the leaders of Arup Associates’ integrated, multidisciplinary design team within Arup. He says, “At a philosophical level, there is currently an obsession with icons in architecture but does every new building need to be an icon? Where do people fit in? The same applies to the development of signature styles in contemporary design culture. The idea that you simply shoehorn the same design solution into different environments is simply not acceptable.”

Main: Arup Associates’ design for the new Institute for Manufacturing facility at the University of Cambridge, UK, is a courtyard building that provides common space for varied activities Below left and centre: The brief for Arup Campus called for a stimulating, energy efficient and comfortable workplace for 350 staff © Peter Cook+VIEW Below right: Declan O’Carroll, one of the leaders of Arup Associates

For example, a range of environmental diagnostic tools has been devised within Arup to guarantee sustainable credentials for a more desirable end product. “These new techniques are aimed at bringing added transparency to the creative process”, says O’Carroll. “They also allow more informed input and decision-making by the client.”

“We have confidence in our ability to make a difference, often through radical solutions”, O’Carroll continues. “This is combined with an ability to address local conditions and cultures to evolve a physical fabric that meets the needs of its community.” Human experience should be the critical driver for the creation of new environments. The key is to develop a greater understanding of how human beings interact with design. Only then can techniques be developed to ensure that a genuine relationship between people and product is incorporated across the design process as a whole. “We need to be stimulating people and engaging with their senses”, says O’Carroll. “Our aim is to inspire a positive emotional response to what we create by focusing on the individual, and on the collective experiences of those who encounter our designs. In this way people can associate a sense of ownership and even pride with their built environment.” This is accomplished by taking established principles of integrated design several steps further to arrive at unified design. This is a pan-disciplinary process where the contribution of physicists, behavioural psychologists and anthropologists stands alongside the contribution of the architect, and is uniquely integrated into the development of a design.

Arup Associates has now brought together skills and competencies from across Arup to create a Unified Design Unit that is pushing ahead with research and experimentation. As O’Carroll concludes, “The fundamental priority of this unit is design for people. The knowledge we have at our disposal gives us a unique opportunity to redesign people back into architecture. It’s only through a focus on human experience and the senses that we can ever open up the possibility of truly people-oriented design for the future.”

“At Arup we have confidence in our ability to make a difference, often through radical solutions.” Declan O’Carroll, Arup

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Integrated design concept ensures BSkyB development plans are soaring ahead

A flexible and integrated design concept from Arup is enabling British Sky Broadcasting (BSkyB) to strategically plan future expansion and upgrade their existing facilities in Osterley, West London. As one of the UK’s major broadcasters, BSkyB commissioned Arup because they needed a multi-disciplinary service to deliver the next generation of their facilities at speed and without interrupting broadcasting schedules. Environmental, social and infrastructure needs are combined within our physical and planning strategies. Studio and office buildings are consolidated by the site’s campus-style spatial framework, which is defined by a central, covered pedestrian corridor known as ‘the spine’. The spine has a multi-functional purpose, creating a secure electrical and mechanical services

Above left: A section sketch of the central spine and surrounding buildings at BSkyB’s Osterley site Main: The multi-functional central spine offers staff a landscaped area to work and socialise in Image by Oaker

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distribution corridor; covered pedestrian movement and access; landscaped areas in which staff can work and socialise; outdoor places for broadcast and a large area for entertaining. An Arup-only team led by Malcolm Smith, our Director of Urban Design, worked closely with BSkyB’s Property and Facilities Management (FM) team to realise the masterplan. It demonstrates the broadcaster’s corporate sustainability agenda and is also deliverable within the parameters of their 10-year business time frame. BSkyB has continued its commitment to integrated sustainable design by commissioning Arup Associates to design the first building delivered within the approved masterplan: the new Sky Sports studios.

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Interview: Sir Adrian Montague Sir Adrian Montague CBE, 59, lives in North Hertfordshire with his wife and four children. He joined British Energy as Chairman in November 2002. He is currently Chairman of Friends Provident plc, Michael Page International plc and Infrastructure Investors Limited, as well as a Director of CellMark AB and Skanska AB, London First and The Waterways Trust. He previously undertook a number of senior roles in the implementation of the Government’s private finance policies. He was awarded a CBE in 2001 and was knighted in December 2005.

Above: Sir Adrian Montague CBE © British Energy

Q: How would you describe your career to date? A: You couldn’t have invented my career. I spent the early part of my career as a lawyer but moved into banking later on. My first job in the 1970s was helping to develop a sugar refinery in Sudan, where in those days, the planes used to fly in low to scare away the goats before coming back in to land. As a young lawyer, I found myself working with Arab funders, African government officials, US designers and French engineers – and from then on the business was in my bloodstream. For the last 35 years I have been helping to write contracts, provide banking advice, manage government interfaces and liaise with development agencies. The unexpected turns my career has taken makes some of my friends say, with a sly dig, that I have more stamina than sense of direction, as I have been a banker, a lawyer, a fixer, a Treasury man and a chairman. I’m still very busy, but I wouldn’t have it any other way. I’ve also got the added bonus of having been involved in some really interesting projects and companies like Eurotunnel, Network Rail, CTRL, the Private Finance Initiative (PFI), British Energy and Friends Provident.

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Q: You faced some hostile press coverage last year over your attempt to buy London & Continental Railways, why was this? A: Yes, I faced a fairly hostile media reception to my bid to buy LCR last year, as the management didn’t think that my proposals were as good for LCR as I did. The media builds its own particular picture of people and you can’t reshape how the press sees you, no matter how far from the truth they are. You have to develop a hard shell over time and take the knocks – they’re easier to bear if you’re convinced you’re doing the right thing, as I was in the case of LCR. Q: You were heavily involved in the UK’s PFI programme. Is it working? A: In the early years of this Government, I had a wonderful time as the Chief Executive of the Treasury Taskforce, which was the focal point across Government for the PFI. That role put me at the interface between the public and private sectors and gave me some sort of perspective on how the two sectors can work together effectively. PFI has always had a mixed reputation in the press, but I think it’s showed it has added real value over the last 10 years. The key insight, of course,

is that the drivers are so different between public and private sectors. The private sector is driven by financial returns, which provide decision parameters of relative clarity. Things are more complex in the public sector, where lines of accountability are more diffuse and the objectives are more defined in terms of outcomes than pounds, shillings and pence. Whilst PFI has always been controversial, the number of transactions, the level of investment and the willingness of the private sector to engage has made a real impact on arresting the decline in the UK’s level of investment in its infrastructure assets. Of course, it’s still a politically contested programme but, for my part, I believe that the value for money case is pretty well made. Q: Don’t we need the public and private sectors to work together to combat challenges like climate change, for example? A: Yes, but finding the appropriate model is extraordinarily difficult. We need a combination of public sector sponsorship and private sector investment to make a significant difference. Britain should be looking to make itself a role model for other countries. We

face a universal problem but no one really wants to pay to solve it. The Government is setting high level targets but it is relying on the private sector to deliver change, particularly in relation to renewable energy. It’s always a slightly uncomfortable position for governments to rely on the private sector to deliver public interest objectives that may not chime with private sector motivations. The incentives that the Government puts in place to trigger private sector investment need to be finely judged and the Government must be alert to any non-financial impediments to investment. The difficulty of bringing windfarms on stream as rapidly as the Government’s targets assumed is a good illustration of the difficulty. Q: So how can the public and private sectors work together? A: To bring the public and private sectors together, you need to be committed and creative. The old Treasury Taskforce had a team of really talented private sector transactors who were charged with making PFI happen. Its job was to give public authorities the comfort of knowing that they had good private sector experience on their side and to produce the drive to sweep away the unintended obstacles that can make PFI procurements so long and difficult for the private sector. It was, if you like, the gearbox that made the two sectors work in tandem. The Taskforce was subsumed into Partnerships UK several years ago now, but its approach of bringing together a small team combining commercial or financial nous with a public sector mission has been quite widely emulated both here and abroad. It has therefore come to be regarded as a successful model for promoting effective partnership between the two sectors. Q: What do you see beyond PFI? A: PFI is pretty well established and has reached maturity. There are not many new frontiers for PFI. What I see next really excites me. A huge area we need to consider is the management of public sector assets, such as the potential for developing some of the land banks under public

control and regeneration activity. The public sector does not have a great record of getting the best out of its property portfolio, either at central or local level. It lacks a strong masterplanning capability and capital for development studies and land assembly is short. Public sector managers are also often not close enough to the marketplace to bring in schemes that maximise value. In principle, there should be a new opportunity to bring in private sector skills earlier to help manage these assets, uplift their value and secure a better return when these assets are offered to market. The public sector will need to reward the private sector for advising on these schemes and creating value. The culture in the public sector tends to suppress innovation and creativity and I believe there are real opportunities for the private sector to help them optimise the value of their assets. Q: How did you achieve the turnaround at British Energy? A: There were two phases to the successful turnaround at British Energy: first, the financial reconstruction and then second, the operational turnaround. There were some very dark times in the second half of 2004, with US hedge funds in both the equity and debt arguing over the terms of the deal and threatening to bring down the whole pack of cards. However, we managed to see the reconstruction through: the company was re-listed in January 2005 and its share price has performed strongly since. The operational turnaround is proceeding well, although we’ve had some setbacks in the last few months. Most of our nuclear stations are Advanced Gas-cooled Reactors, a UK design, and the early ones are coming to the end of their operating lives. So reliability is a real issue. But our newest station, Sizewell B, which is a Pressurised Water Reactor similar to many others operating around the world, is performing exceptionally well. I believe investors have confidence in the management team’s ability to deliver enhanced levels of operational performance from all our plants, so we’re confident that we will master these challenges.

“We need a combination of public sector sponsorship and private sector investment to make a significant difference. Britain should be looking to make itself a role model for other countries.” Of course, with the publication last summer of the results of the Government’s Energy Review, the future looks brighter for nuclear in the UK than seemed possible at the time of British Energy’s collapse in 2002. Although it’s still early days, British Energy has the people, the operating capability and the sites to make a real contribution to any future nuclear programme in the UK. We are looking forward to seeing the Government’s White Paper in the summer with more details of the economic and regulatory framework for ‘new nuclear’. We’ve also started the process of seeking partners to see how we can turn the Government’s aspirations into concrete projects. Q: Can UK business still compete on a global scale? A: It’s not a new insight, but there’s a gigantic challenge for UK and European business over the next 30 years. I see China and India becoming the epicentre of business geography. We will struggle to keep pace. We have to move resources into the generation of new ideas, to create new business models and to invest heavily in R&D. And then there’s our infrastructure. I was with a CEO of a French company yesterday discussing the difference between the ways our two countries do business. Unlike France, the UK seems to find it difficult to develop a shared vision of the future that we can all subscribe to. We have always been a trading nation, living on our wits from day-to-day. In addition, long-range strategic planning doesn’t come naturally to us. They may pay more tax in France, but they certainly get better infrastructure in the long term. Just think of France’s

achievements over the past 30 years: the autoroutes, the TGV high speed rail services, a worldleading nuclear industry… I’d give my right hand for just one of those in this country. Q: How important is Crossrail to the City of London? A: It’s hugely important. The whole of Central London is suffocating. Unless we improve its transport links, we will see an erosion of the City’s unique franchise. And, of course, it’s now come to be recognised that London isn’t just important for the South East but is the motor of the nation’s economy as a whole. Therefore, Crossrail is vital. The Crossrail Bill seems to be making good progress, but the all important question of funding still remains. I have my fingers crossed for later in the year when the results of the Comprehensive Spending Review are announced, but I’m afraid that the mounting concern over the Olympics isn’t doing the project’s chances any good. Unlike the Olympics, however, the design of Crossrail has been progressively enhanced over time and the project has reached that point where overall cost levels are starting to come down, not increase, as the design stabilises and value engineering starts to make an impact. I hope the project’s enormous strategic importance, which is readily accepted by everyone in Whitehall, is not going to be undermined by misplaced concerns over its deliverability.

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Making green pay

includes an ability to identify ‘green’ objectives and establish key performance indicators (KPIs) and benchmarks. Through this service, Arup is bringing tools into play that set specific investment priorities, as well as modelling outcomes and longterm running costs.

As pressure grows to make businesses more sustainable, many enterprises and organisations are questioning the underlying economics of such activities. The principles of being environmentally friendly are commendable, but are they too expensive for most businesses? Arup has produced a set of tools and solutions that suggest ‘going green’ can be a positive force for change, productivity and profitability in the workplace. A 2 MAGAZINE ISSUE 2 13

Businesses are increasingly aware that their stakeholders demand evidence of a serious stance on environmental and sustainability issues. Concerns like climate change appear to have moved centre stage, with Kyoto and latterly the Stern Review reinforcing this shift. Policy makers and regulators at all levels – local, regional, national and global, are upping the ante with each week that passes. Discuss environmental issues with most major public and private sector organisations and you’ll find their primary concern is cost. “One of the challenges is to understand what is meant by ‘greening the business’, or even just a ‘green business’”, says Neil Kirkpatrick, leader of Arup’s Sustainable Solutions team in London. “There are internal aspects to going green, but there’s also a third party dimension that involves communicating progress externally to suppliers, stakeholders and shareholders.” Kirkpatrick’s team provides information, guidance and advice to clients that want to gain better green credentials. Their skillset

Investment decisions revolve around both short and long-term expenditure, depending on whether businesses stop at meeting the minimum necessary requirements, or move beyond them. According to Kirkpatrick, “We offer a pathway to delivering improved environmental and sustainability performance that aims to meet and exceed current standards. As part of this process we need to identify priorities for change and then look at related cost and return on investment issues.” Within Arup, refined tools like ecological footprinting and Integrated Resource Management (IRM) modelling are being developed to help identify existing issues and potential solutions across any organisation. Ecological footprinting enables organisations to quantify their carbon footprints and the overall impact of their day-to-day operations. It is still a surprise that many businesses choose to avoid this measure as it can be applied to continents, countries, cities and individual enterprises. IRM can also model environmental planning on local or broader scales. This flexible risk/opportunity tool enables Arup specialists to identify

act, and at what cost, with what return. It’s at this point that a dimension of time, financial considerations and return on investment can be added in.”

These tools are not solely applicable to individual occupiers or owners, and can be placed against the fabric of entire cities. Recognising the extent of their potential is a drive that businesses must be prepared to lead and that governments are now waking up to.

The complex mix of ‘green’ considerations includes environment, natural resources, social responsibility, employee welfare and sustainability. Arup’s solutions look at and diagnose these issues in their entirety. Inevitably there is some confusion about the terms attributed to the process, but Kirkpatrick is adamant about his chosen terminology: “I prefer ‘sustainability management’ as this is about better decision making across the sustainability process.”

“A business needs to understand the environmental impact of each aspect of its operations, from the sourcing of raw materials and basic day-to-day functions, to distribution and so on”, says Kirkpatrick. “It can then prioritise how and when to

And better decision making is exactly what is needed right now. Too many businesses are seeing ‘green’ as a red light due to the cost of implementing the solutions required. It is time to change their thinking.

Above: The Resource and Energy Analysis Programme (REAP) software tool is used by Arup to calculate ecological footprints © Stockholm Environment Institute

Above: The Dongtan Eco-city in Shanghai is defined by Arup’s approach to integrated sustainable urban planning and design

problems and propose solutions across a whole range of environmental and sustainability issues.

“We offer a pathway to delivering improved environmental and sustainability performance that aims to meet and exceed current standards. As part of this process we need to identify priorities for change and then look at related cost and return on investment issues.” Neil Kirkpatrick, leader of Arup’s Sustainable Solutions team in London

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Todayâ&#x20AC;&#x2122;s new buildings are subject to stringent conditions as far as their environmental impact, energy performance and overall sustainability are concerned. Inevitably there is a parallel need to make similar demands of existing buildings and Arupâ&#x20AC;&#x2122;s new Living Buildings concept is making that possible.

Below: Energy ratings (A= low carbon, to F= high carbon) are being used to regulate CO2 emissions in old and new buildings

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Living buildings April 2007 saw a new set of regulations come into force in the UK and across the European Union (EU) that change the way all buildings are managed, maintained and operated. The EU’s Energy Performance in Buildings Directive (EPBD) was first proposed back in 2003 to ‘Promote the improvement of energy performance of buildings within the community taking into account outdoor climatic and local conditions, as well as indoor climate requirements and cost effectiveness’. Many of the EPBD’s provisions apply to new buildings, but existing structures do not escape the regulations. From 2009, all buildings, regardless of age, will be required to secure a certificate that grades their energy efficiency at the point of sale or lease. These will work in much the same way as the energy certificates that are awarded to domestic appliances and light bulbs. The corporate property world, be they landlords or their tenants, will need to respond to the changing situation on energy use and emissions reduction. Compliance with statutory regulations and new financial norms in relation to corporate social responsibility will also be required. Those responsible for older buildings cannot expect to get away with simply ignoring the EPBD, any more than they could hope to ignore other elements of building health and safety regulations. Even what we consider to be ‘modern’ buildings, perhaps as little as ten years old, often fall far short of what is expected in terms of their environmental performance and the standards set out in the EPBD.

Arup is responding proactively to the pressures for improved environmental performance of existing buildings, by establishing its Living Buildings initiative. By bringing together knowledge and experience from across the company, Arup has created a one-stop-shop for clients who need to comply with these new regulations.

legacy passed on by existing buildings to a new generation of engineers and architects. As Austin puts it, “Something has changed in the political and economic climate as well as in the global climate itself. We need to know what works and what doesn’t, and we have got to get this right because the clock is ticking.”

Speaking of the impact of EPBD regulations, Barry Austin, Associate Director at Arup, comments: “Property owners, tenants and portfolio holders face a situation where the value of their sites or portfolios may well diminish if buildings achieve a low energy efficiency rating under the new system.”

In a world where global warming and resource depletion are influencing social, economic and political agendas, the Living Buildings initiative is helping the built environment to respond rapidly to constant changes. By bringing together the necessary actions in a coherent way, Arup is helping to ensure that every building, old or new, performs to a higher environmental standard.

Austin adds that, “Building service engineers, designers and architects must strike a balance between addressing energy use issues of their buildings and achieving a good quality internal environment that impacts on the level of productivity among the building’s occupants”. The Living Buildings initiative uses a threestage process to harmonise regulatory, cost and workplace efficiency objectives. The three stages are: an audit of current energy usage, benchmarking against performance norms and identification of targets, and the implementation of corrective measures and actions to reach those targets. Corrective measures may include design solutions to improve energy efficiency within a specific building, their installation and long-term operation. Implementing these measures is not only a matter of cost and compliance. There are also human issues relating to staff satisfaction that can be measured in terms other than basic productivity. The information gleaned from Living Buildings will feed into the future design of new projects and buildings across Arup. This will form an important part of the

“Property owners, tenants and portfolio holders face a situation where the value of their sites or portfolios may well diminish if buildings achieve a low energy efficiency rating under the new system.” Barry Austin, Associate Director, Arup

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survive

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versus

thrive

It is no overstatement to suggest that present day society is entering a period of unprecedented change. To prepare for this Arup is conducting research to explore fundamental social, technological, environmental, economic and political concerns. This research is known as the Drivers of Change initiative and provides a unique framework to enable businesses to think about the key issues that they face in the race to survive or thrive. The issues that Arup has identified as the key drivers of social, technological, environmental, economic and political (STEEP) change in today’s society reflect the voice of the people. The Foresight Innovation and Incubation team has been hosting workshops all over the world since 2004 and common issues like climate change, energy, water, waste, urbanisation and demographic change are frequently raised as concerns by participants ranging from chief executives to graduates. “The whole idea of our Drivers of Change cards is to offer a framework for rounded and robust thinking that reflects Arup’s ethos as a company”, explains Chris Luebkeman, the Foresight, Innovation and Incubation Director, who is leading the initiative: “This is about people in an organisation getting together to share strategic vocabulary by focusing on what they think drives change, and getting it down on paper.” Learning about the global context of today and tomorrow is something that every business leader needs to do in order to make sound decisions. Arup’s Drivers of Change research provokes thought about major issues and the associated implications, such as: What happens if consumer debt implodes, and spending on credit is no longer energising the world economy? If birth rates in developed countries continue to fall, while the 65+ age group rises, how will an ageing workforce affect productivity? When petroleum disappears from our energy maps, what will replace it, and how will we transport our goods and services? Whatever the issue and however it affects you, the best way for any business to plan for a successful future is to challenge its thinking. Choosing to ignore the issues that make us uncomfortable does not remove the threat they pose, whether it’s immediate or not. The polar ice caps are melting, energy and resources are depleting, serious demographic changes are occurring, and

innovative thinking into the Drivers of Change research, Arup is trying to get business leaders to achieve their full potential.”

“Thriving in business is all about attitude and focusing on how to expand and grow.” Dr Chris Luebkeman, Foresight, Innovation and Incubation Director, Arup China and India are once more regaining their positions as commercial and intellectual powerhouses. The impact of China’s rapid growth means that within the next 25 years it will most probably be essential to speak Chinese in business and anyone with only one language will be seriously hampering their potential. This is just one example of the new business context that is emerging and why all executives need to be fully equipped for the future. It is arguably simple risk management for businesses to consider how major geopolitical changes could impact on their supply chain and vulnerabilities. Whether in Yorkshire, Hanover or Shanghai, we have to be aware of our environment and global context in order to prepare for the implications of continually changing information, infrastructure and cities. Recognising what is going to be vital to your business if circumstances change and resources disappear, comes down to the issue of surviving versus thriving, Luebkeman continues: “Thriving in business is all about attitude and focusing on how to expand and grow. By channelling our advanced and

The Drivers of Change initiative has not been devised for Arup to predict what is to come, but rather to help others articulate it. The engaging format is designed to be easy to digest and deliberately not overintellectualised. Thinking and talking about significant world-changing issues helps businesses to gain a clearer understanding of how they can prepare for a successful future according to Luebkeman, who is about to embark on another international tour of workshops and events: “We’re not telling people that building awareness of the Drivers of Change will increase their bottom line by 20%, although it might! But fundamentally, it strives to make them realise that they could be doing business in a different and more effective way.” This year will see the Drivers of Change research translated into five languages. Individual sets of cards focusing on climate change, energy, water, waste, urbanisation and demographic change, technological convergence and poverty are also in the pipeline. The impact of the initiative is starting to permeate everything at Arup, with Round Table discussions involving staff and clients happening all over the world says Luebkeman: “The reason we’re doing this is to help our staff to be as knowledgeable as possible about the issues of the day, and through this enable discussions with our clients about potential impacts on their business as well as ours.” The Drivers of Change initiative is totally self-funded and originated by Arup. And while we are constantly challenging ourselves and our knowledge, we can guarantee that our clients are getting the best advice. A 2 MAGAZINE ISSUE 2 18

At a glance: Sustainable manufacturing As a result, the company has established a leading market position as a provider of sustainable flooring, achieving cumulative cost savings of US $299M between 1996 and 2006.

Establishing green credentials is rapidly becoming a commercial necessity, as well as a legal requirement. Arup, together with the Warwick Manufacturing Group at the University of Warwick, is uncovering the truth about sustainable manufacturing in the UK. Arup commissioned independent market researchers to approach over 300 companies across 20 manufacturing sectors throughout the UK. Participants responded to a variety of questions about the challenges, opportunities and benefits presented by sustainable manufacturing, identifying where Arup can add most value to its clients. This research was carried out in 2006, before the publication of the Stern Review, and highlights corporate uncertainty about the positive potential of sustainability and the repercussions it will have for manufacturing industry as legislation for carbon reduction is strengthened.

Why is sustainable manufacturing so important? Increasing environmental legislation and customer demand for more sustainability throughout the supply chain is prompting companies to adopt greener practices. Of the companies surveyed in Arup’s research, 70% felt that sustainable manufacturing would be important to their companies over the next three to five years. This perception is already proving to be justified, A 2 MAGAZINE ISSUE 2 19

as tough legislation proposed by David Miliband, the UK’s Environment Secretary, has since called for a 60% reduction in greenhouse gas emissions by 2050. Despite an impressive 93% of our respondents stating that they have sustainable practices or strategies in place, many believe they are still not seeing any related commercial benefits. Clearly businesses need to do more than adopt basic measures like recycling, if they are to maximise the benefits of sustainability.

What are the business benefits? It is Arup’s view that sustainable manufacturing helps customers to remain competitive and can lead to benefits that add value to their own operation as well as the surrounding community. Some of the benefits that the research highlighted include cost reduction, new or retained business, reduction of waste and a reenergised workforce. At one company, InterfaceFLOR, part of the Interface Group and a manufacturer of carpet tiles, a company-wide sustainability drive has reduced raw material use and waste, as well as energy and water consumption.

How is sustainable manufacturing achieved? The principles for achieving sustainability can range from investing in alternative forms of energy to embarking on a product development programme based on natural materials or bio-fuels. A longterm commitment is required at all levels within a company and in some cases this means challenging the usual culture or way of thinking. For Crown Holdings, a manufacturer of metal cans, innovation has led to a marked decrease in the use of materials and more efficient transportation of goods. Monitoring and benchmarking measures like the environmental standard ISO14001 and Arup’s SPeAR® tool, also enable companies to create a baseline and set targets for delivering their sustainability goals. What does Arup offer? Arup’s bespoke consulting service offers individual companies tailored sustainability advice and support. Our commitment to the manufacturing industry is demonstrated through the recently-formed Sustainable Manufacturing & Construction (SM&C) team, and Arup’s sponsorship of the Sustainable Manufacturing Category of the Manufacturing Excellence (MX) Awards. The SM&C team helps companies to formulate and implement the right strategies by providing a focus for the firm’s well-established expertise in aspects of sustainability, manufacturing, industrial consulting and construction. Using a characteristically holistic approach, Arup is enabling manufacturers to replace the burden of legislation, environmental taxation and competitor pressure, with the benefits of a more sustainable and profitable future. If you would like to contact the SM&C team or receive a copy of Arup’s study into sustainable manufacturing please email: smc@arup.com Above left: An employee at InterfaceFLOR wearing a logo to signify the company’s ‘Mission Zero’ drive to eliminate any negative environmental impact from their activities by 2020 © InterfaceFLOR

Innovations

4D PLANNING MULTIPLIES BENEFITS A work planning process adding time as a fourth dimension to programmes with computer aided design (CAD) data, is delivering huge benefits for complex projects like Heathrow Terminal 5 (T5).

MAKING WATER FROM AIR An inverted pyramid comprised of panels that collect dew from the air and turn it into 48 litres of fresh water per day, has won Arup’s Drawing Water Challenge. Our international competition to find ideas and concepts that can help deliver clean, safe water and sanitation worldwide attracted 91 entries from 19 different countries. The winning scheme, WatAir, was designed by Israeli architects Joseph Cory (Geotectura) and Eyal Malka (Malka Architects) to provide a constant supply of fresh water to polluted and remote areas in just about any climate. Second and third-placed competition entrants (from Lebanon and Germany respectively) were chosen from entries spanning North America, Europe, Africa and Asia. The competition was judged by Sir Christopher Frayling (RCA), Ken Shuttleworth (Make architects), Valerie Kuntz (WaterAid) and Arup’s Jo da Silva, David Glover and Frank Lawson. Winning and shortlisted entries were formally announced at an awards ceremony in London in February 2007, and a three-week exhibition at The Building Centre followed the awards ceremony.

TEACHING SUSTAINABILITY Twin research institutes to boost worldwide knowledge of sustainability issues have been proposed by Arup for the Thames Gateway, London and for Dongtan, China. Our initiative aims to increase public awareness of sustainable living in the UK, China and beyond, through knowledge-sharing and research.

The system links core site preparation and construction dates with 2D and 3D CAD drawings. A 4D simulation then reveals site activity as it would occur, from whatever viewing angle is chosen. This provides a valuable opportunity to resolve potential logistics issues before they arise. Presentation of one animated construction sequence, instead of many phasing diagrams, makes it a lot easier to communicate to project stakeholders and gain their buy-in. It is also very quick and efficient to update. T5 is one of several major projects to benefit from this software. Marcus Kapps, Senior Strategy Manager at Heathrow, says: “The 4D model saved Heathrow’s T5 project £2.5M in the first nine months of use.” Arup Project Management is constantly developing its 4D construction planning capability and now has six resident experts.

Below: A 4D computer simulation reveals site activity planned for T5

The centres will explore a broad range of topics related to the built environment, product engineering and sustainable operation of assets. Scopes of activity may differ in the two locations, but will collectively include research, post and undergraduate education, vocational training and eco-business incubation. Academics, researchers and industrial fellows will move freely between locations, sometimes working on dual-centred projects. Collaboration and idea exchange is central to the initiative’s ethos, says Arup director, Jeremy Watson: “The different types of location and culture are expected to provide complementary opportunities for field study and reusable knowledge of best methods for sustainable city design and engineering.” Funding is currently being secured and several leading universities are already key sponsors. A 2 MAGAZINE ISSUE 2 20

WATER PLANNING A water supply strategy for the environment, community and economy of Cairns and the surrounding region to the year 2050 is being undertaken by Arup in Australia. The Far North Queensland Water Strategy (FNQWS) has been commissioned by the Department of Natural Resources and Water. The project’s aim is to deliver a sustainable and integrated approach to resource planning. By combining previous studies with new recommendations, Arup is developing an innovative strategy that considers the wider environmental, natural resource, social and economic factors. A comprehensive literature review to identify regional water supply options, public consultation and technical studies are among the key methods informing Arup’s approach. The emerging strategy is more comprehensive than any undertaken in the area before, and has been tested against various scenarios including high population growth and significant climate change.

LIGHTING AND PRODUCTIVITY Arup is proactively testing a theory proposing that good lighting can have a positive effect on health, efficiency and productivity, on our own staff. Engineers working in special conditions under a lighting installation of high correlated colour temperature (CCT) lamps will be monitored for a year to collect the definitive results. Manufacturers began offering CCT lamps after research revealed that the eye has a third sensitivity curve that responds to blue light. These lamps are designed to affect the eye’s non-imaging sensitivity and induce a positive influence on body clock, mood and well being. Bob Venning, the Lighting Director leading the experiment says: “We believe it is important to experience some aspects of lighting before getting our clients to buy into new technology, and aim to produce some evidence to either support or cast doubt on the proposition.” Arup’s Lighting and Management Consulting experts are working together on this practical and innovative experiment.

SOFTWARE SECRETS IN PRINT The first guide to footfall induced vibration to cover both concrete and steel forms has been authored by Arup experts. Published by The Concrete Society, this guide presents a new method for evaluating the vibrations induced on a flat surface. As engineers get better at minimising the use of concrete and steel, structures are becoming lighter and more susceptible to footfall vibration. Arup has been developing methods to predict footfall response using its in-house structural analysis software Oasys GSA. The new version of GSA (8.2) now incorporates footfall analysis from first principles using industry standard methods including the Arup and SCI methods. Contour, diagram and chart output of the results makes it ideal for steel frames, concrete flat slabs and staircases. Both the guide and the latest software are based on fundamental laws of physics to ensure consistent results, says co-author Peter Young:

Above: Arup’s footfall analysis design guide

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“This method is more robust and reliable than any other currently available. It can be used for any layout and building form, constructed from any material. It enables engineers to design with more confidence, potentially leading to less conservative designs.” ‘A Design Guide for Footfall Induced Vibration of Structures’ explains the methods in detail with worked examples and is available from The Concrete Centre. You can download a trial version of Oasys GSA 8.2 from: www.oasys-software.com/gsa.

Above: Arup staff are testing the impact of lighting on productivity by working under varied conditions

THE SHARD REDEFINES LONDON SKYLINE Construction of the tallest habitable building in Western Europe started at London Bridge this month. The Shard is a 300m high, mixed-use tower that will change the skyline of London. Arup mechanical, electrical and public health (MEP), fire, controls, communications and lighting expertise has been instrumental in realising architect Renzo Piano’s vision of a ‘vertical town’ with offices, retail, restaurants, a five-star hotel and public viewing gallery. The project also includes an upgrade to London Bridge station’s concourse which is being led by Arup’s Transport Buildings team. With its triple-glazed, ventilated façade, the building complies with the latest Part L requirements and will offer great views across London. Emissions reduction targets will also be met with a combined cooling, heating and power (CCHP) plant that generates energy locally from natural gas, producing 20% less carbon dioxide.

Above: The Telefonica headquarters’ façade is double-skinned, for thermal and acoustical purposes © Rafael de LaHoz Arquitectos

BESPOKE FAÇADE BEATS SPANISH SUN

All of the primary MEP layouts were designed in 3D by Arup, helping the client to visualise the design and driving the construction costs down.

A bespoke, double-skin façade is controlling the glare of the sun without compromising views at the new headquarters of Spanish telecommunications giant Telefonica in Madrid. As the lead façade design consultant, Arup helped to realise this unique solution for Rafael de La-Hoz, one of Spain’s biggest architects. Offering a highly transparent and flexible open space was critical to the design brief. The double-skin façade achieves this by making transparency possible from each working place, while controlling the extra light and heat radiated from the sun.

A UK FIRST

Arup used several innovative methods to deliver the 60 000m2 façade on time and within budget. New testing methods were defined, 3D finite elements software was used to calculate some of the bracket pieces, and a totally new printed glass was developed.

Approval of this AAP will transform the centre of Biddulph, a former mining town in need of regeneration. It will also restore confidence in the new planning system, following the recent rejection of a number of planning policy documents by the Planning Inspectorate.

Phases one to three of the complex are already in use and the whole area comprising of four office towers, eight lower office buildings, a corporate centre, retail centre, gym and nursery is due for completion by mid-2007.

The first Area Action Plan (AAP) to be approved by the UK’s Planning Inspectorate is paving the way for £2M worth of public investment in Staffordshire, England. As lead consultant, Arup has been instrumental in the planning process that led to the landmark decision.

Public consultation was central to Arup’s approach, and two popular events generated heavy local support for the regeneration scheme. With full investor backing, the plans are now expected to significantly improve the town’s commercial offering and appearance, as well as providing much needed jobs and facilities for the local community. Urban designers, the Matrix Partnership, worked alongside Arup on the project, and Director, Matt Lally, says, “As the first AAP to be approved under the new planning system, Biddulph serves as a model for other local authorities considering taking a similar path.” A 2 MAGAZINE ISSUE 2 22

3D MULTIDISCIPLINARY VISUALISATION Arup has created a 3D virtual environment that explicitly demonstrates the co-ordination of disciplines to our clients. This multi-disciplinary visualisation is helping to make complex projects like the TAV Florence high speed train station a reality.

DYNAMIC DIRECTIONS A new electronic signage system has been designed by Arup’s Venue Consulting team for The Barbican Centre in London. The commission was part of a major remodelling exercise led by AHMM Architects, to improve public areas in one of Europe’s largest multi-arts and conference venues.

Using bespoke programs developed in-house, Arup demonstrated five different elements of the design for TAV Florence station in one walkthrough visualisation. Acoustics, people evacuation, lighting, spatial planning and smoke propagation analysis results were

A series of medium and large flat panel screen displays provide dynamically-updated visitor information alongside traditional fixed signage. The screens are strategically placed throughout the building and information ranges from directional arrows and event-related corporate branding, to film screening times, restaurant special offers and staff rotas. Arup also project-managed the building works to ensure minimum disruption during construction. Installing this 21st century solution signals the start of a new era for an iconic 1960s institution. Arup’s Sam Wise says: “The whole project is about accessibility and improving the user experience by choosing and applying the right technology to meet the venue’s needs.” Right: Flat panel screens display corporate branding, screening times and other information

integrated into a common model, demonstrating how optimal efficiency could be achieved through the proposed design. Communicating prospective results in one synthetic environment enabled TAV Florence stakeholders to better appreciate the design innovation. Simulations were used to demonstrate and refine natural lighting levels at platform level, as well as show that no passengers would be evacuating the mezzanine bridge at the time smoke could engulf it. Arup is currently developing ‘Realtime’, a multi-disciplinary interactive visualisation software package for 3D urbanism development. The aim of this work is to help demonstrate Arup’s innovative design for eco-cities.

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Below: Computerised simulation of a fire evacuation at TAV Florence high speed train station

NE X T ISSUE DOING BUSINESS A DIFFERENT WAY: We will be looking at the innovations and lateral thinking that sets businesses apart. We are keen to ensure that this publication is enjoyed by our readers and provides interesting, relevant and informative articles.

All feedback is welcome, so please send your comments and suggestions to our editorial team at a2@arup.com.

A2 magazine is a quarterly publication produced by Arup for our clients and reflects our mission of shaping a better world.

Editor: Deborah Hatch Designer: Tessa Smith Illustration page 17: ÂŠ Andy Martin/Heart Published by Arup, 13 Fitzroy Street, London W1T 4BQ Printed by Beacon Press using , their environmental printing technique.